problem solving map template

The Simple Guide to Problem Mapping (only 4 steps)

In this short post I’m going to show you how to create a visual model of your complex problem with a 4-step problem mapping method.

This type of modeling can be applied to any complex social problem, like homelessness, poverty or crime. Whether you’re a street activist or long-time systems change practitioner, the systems thinking method I share below can help you gain understanding about the structure and dynamics of your problem and increase your likelihood of making good decisions about solving it.

These are the exact steps we use to start mapping in my online course about systems thinking and solving social problems .

In the post I’ll also talk about the different types of problem mapping, how mapping itself is a problem-solving process, and give an example of mapping the issue of illegal opioids.

It doesn’t matter what you call it

Let’s get this out of the way first. There’s a lot of methods for visualizing connected ideas or systems, including problem mapping, mind mapping, cognitive mapping and issue mapping. There’s also a variety of ways people refer to the results: mind maps, mental models, causal loop diagrams, solution maps, and problem solution maps.

When you’re just getting started, jargon and differences in mapping method don’t matter very much. My intent in this blog is to remove the somewhat artificial barriers that prevent people from regularly creating and using problem maps.

For now, I don’t want you to worry about any of this. Just begin with Step 1 below by putting your ideas about the problem and its causes on paper. You can easily adjusting your map later if you want it to reflect a certain mapping protocol.

Problem mapping as problem-solving process

Mapping is just one of many problem solving techniques. But, it is particularly suited to complex problems with many variables and interconnections. Whereas verbally describing a series of complex relationships is very difficult, a simple picture really can be worth a thousand words.

At the beginning, it’s important to recognize that the goal isn’t to create a perfect representation of reality. That’s not possible and it would be foolish to try. Rather, the process of creating the map is about gaining insight about problem in way that can’t be had with words or equations alone.

Along the way, you’ll make explicit many assumptions you have about the problem, as well as how they are connected. In other words, mapping allows you to simultaneously capture details about parts the problem while creating a representation of the “big picture.” This type of switching back and forth from reductive analysis to synthesis is an excellent complex problem-solving approach .

Mapping isn’t a choice

You might not think you need to formally model your problem, but the question is not whether you should model or not. Mental models are always used, even if only implicitly in our heads or baked into the assumptions we make. The choice is really about whether you want to use an implicit and vague model in your head or you want to use an explicit and detailed model.

I know you already have a rudimentary idea about your social problem and what causes it. This is your most basic mental model of the problem. The question is – how accurate is it? For most people who haven’t written it down, the model in their head is simple, perhaps a linear cause and effect model.

Complex problem mapping example: illegal opioids

As an example, let’s look at the issue of illegal opioids.

The two opioid models and policies I show bel0w are adapted from Narcotics and the Community: A System Simulation . Note that this is a simplified version for instruction purposes only and doesn’t reflect the intricacies of more recent opioid issues likes prescription opioids and fentanyl.

The logic of the model is straight-forward: with less illegal opioid supply, there will be less addiction and thus less addiction-related crime. It’s intuitive and easy to remember. Our minds are full of models like this, each fairly simple because the human brain isn’t able to hold more than a handful of variables in mind at the same time.

While it is hard to disagree with the premise of the simple cause and effect model, mistakes can happen when we assume the effects of our actions will be similarly simple and linear. For example, one common policy recommendation to reduce opioid addiction has been to curb the supply of illegal opioids. Let’s examine the consequences of this policy with a slightly more detailed model that captures its additional complexity.

Adding variables, or nodes

Let’s add three additional variables (or nodes) not in the simple model.

The number of opioid addicts isn’t one static number (a fixed quantity, or “stock” as it’s referred to in a stock and flow diagram). Rather, the number is determined by rates of addiction and attrition (or “flows”). So let’s add “addiction rate” and “attrition rate” to the map.

Because a reduced opioid supply would make the price of illegal opioids rise, let’s add “opioid price” as well.

Causal feedback loops

In the simple cause and effect model, price isn’t considered and any reduction in the supply deterministically reduces addiction and crime. But, adding the price of opioids to the model gives us a counterintuitive feedback loop: because addicts need more money to get the same amount of opioids, reducing the supply could actually make crime worse.

On the other hand, the addition of price to the model also mediates the rate at which people become addicted (represented by addiction and attrition rate nodes). When the price is high, there are fewer new users, which is good.

The point of the more complex model is not to show that reducing the illegal supply of opioids is a good or bad policy. Like all actions aimed at social problems, it is a trade-off between benefits and costs.

Rather, my intent is to show that overly simple mental models of a problem, even when logically correct, can lead us to make decisions that lead to unintended consequences. Better models don’t necessarily help us find the right solution, but they can supply needed insight about how the problem works systemically and give a sense of how our actions may cascade through the larger system.

So, if you don’t already have an explicit model of your problem or if you’re just working from a simple linear model in your mind, here are the steps you should take to create your own.

Problem mapping in four steps

Step 1. brainstorm primary causes and concepts.

Think of a problem and spend some time brainstorming all of its causes, including any other relevant concepts. For now, concepts can be any important variables in your problem: actors, stocks (e.g. quantities) and flows (e.g. rates), or even abstract concepts (e.g. wealth, democracy, etc.). Keep these tips in mind:

Use nouns and avoid verbs, since actions will be represented in the map with arrows.
Try to pick things that can go up or down in quantity, strength or influence over time.
Be as specific as possible. When possible choose metrics over abstract concepts.

You might have a long list, and some causes and concepts may be more important that others. That’s OK.

For our purposes to get started, select the top 3-5 causes. These are the issues you believe are most fundamental in causing your problem.

My example below has only three primary causes for simplicity, but yours may have more. After you get through the steps there will be plenty of time for you to add or subtract variables.

Step 2. Brainstorm second-order causes

Most people think step 2 is about brainstorming solutions. But don’t do that yet! You don’t yet understand how the problem works, so solutions at this point will likely be similarly incomplete. To start getting a fuller picture of how your problem functions as part of a larger system, brainstorm second order causes. To put it simply, what causes each of your primary causes?

You can pull second-order causes from your initial brainstorming list, or brainstorm a new list for each primary cause.

Once you do that, your model may look something like this:

Step 3. Add interrelationships between causes

We’re getting closer to a comprehensive model – just two more steps to go!

In this step you operationalize the biggest insight about complex systems: the relationships are more important than the components . Right now, you still have a fairly simple, linear model. Every node leads directly to your problem, which makes it a kind of hierarchy.

I’m fairly certain that in real life your problem exists in a more complicated web of connections. In this step you connect causes that have a relationship to any other cause, even those that don’t lead directly to the problem.

For example, one of your second-order causes may be related to another second-order cause. That may sound confusing, but your task right now is just to draw connections between any two nodes that you feel might affect each other (see red lines in model below).

Step 4. Define causality of each relationship

The final step is to characterize each of the relationships between nodes as increasing or decreasing (for example, Cause #1a increases Cause #1, or Cause #1a decreases Cause #1).

A plus sign represents increase and a negative sign represents decrease.

Use this question to help you determine the direction of the relationship:

When this component increases, does the other component increase or decrease?

Note that sometimes nodes will have a two-way relationship. For example, in the model below an increase in Cause #1 increases Cause #2a, but an increase in Cause #2a decreases Cause #1. This is a balancing feedback loop.

The first draft of your model is complete. Who-hoo!

Three problem mapping principles

Here are a few words of guidance to keep in mind as you start modeling.

#1. Always model a problem, never a system

Problems themselves dictate the necessary boundaries that formal systems (like the education system) do not.

#2. The map is not the terrain

Your model is only an abstraction of reality and should always be regarded with a degree of skepticism and knowledge that the terrain may change.

#3. All models are wrong and incomplete

The purpose of using a model isn’t to find the solution, but to increase your understanding of the problem and explore the effects of possible interventions.

The whole process is most valuable when you remember that mapping is more of an art than science.

What to do after you’ve created a first draft

Share it with others for feedback.

There’s a few directions you can go from here. The first is to talk through your model to a trusted colleague who also has some understanding of the problem, or encourage them to create their own model following these steps.

Differing perspectives can uncover different assumptions about the problem and lead to fruitful dialogue. Your model can be updated based on feedback, or you can work with your colleague to combine models, adding and subtracting nodes and relationships as you see fit.

Convert it into a fuzzy cognitive map

The other direction is to convert your model into a fuzzy cognitive map using computer software. This is super exciting because it allows you to run simulations of potential changes you could make and see resulting changes in the system as a whole.

For example, in the earlier opioid addiction model we could run a simulation of a policy that provides free legal supply of opioids to addicts (in an effort to reduce both crime and long-term addition), and calculate system-wide changes. This helps uncover feedback loops and potential unintentional consequences.

Creating a fuzzy cognitive map only requires a few additional steps. I go through them step-by-step plus how to run what-if scenarios in my next blog posts.

Make a diagram in 3 steps.

Problem Solution Mapping — Everything You Need to Know!

Edraw content team, do you want to make your problem solution mapping.

EdrawMax specializes in diagramming and visualizing. Learn from this article to know everything about what is a problem solution map, problem-solving process, how to make your problem solution map. Just try it free now!

When facing a problem, you have two options. You can either continue untangling the problem in your mind. Or, you can put it all out in a problem-solution map and save time and energy. A problem-solution map helps you find the root cause of the problem. Then, when you know the reasons, you can also find your ultimate solution.

So, let's explore more about problem and solution maps and elements of the problem-solving process in the following guide. We'll also learn about EdrawMax - a free online software to fulfill all your diagramming needs!

So, let's dive into it!

1. What is a Problem Solution Map

A problem solution map represents a logical analysis of available data leading towards a solution. In other words, a problem solution map uses the given data to provide a solution to the problem. A straightforward solution map can have various elements. Typically, it has the following structure:

a problem statement
problem definition
possible causes and effects
an effective solution

You can change the structure of a solution map according to the problem. However, it should include all the possible laws and principles at all stages to find a practical solution. Solution mapping is crucial and better than thinking about a solution. It's because solution mapping makes you visualize your problem and simplify it.

You consider all the possible reasons behind the problem and milestones to achieve to solve it. As a result, your thoughts become organized and clearer in a visual representation. It also saves your time and effort and increases your productivity.

2. Problem-Solving Process

Practical problem-solving is more than just visualizing and figuring out the solution. It is a process with several steps to guide you to the optimal solution. It includes:

Problem definition
Problem analysis
Possible solutions
Analysis of the solutions
Select the best solution
Execute the solution

Let's explore these!

Problem Definition

Before you start working on your problem solution map, you should define your problem. It might surprise you but defining a problem is more challenging than just writing it on paper. It's because the main problem is often a vague idea merged with unnecessary, distracting conflicts. So, please understand the problem and clear up its confusion.

Problem Analysis

After defining the problem, the next step is to analyze it. When deciding if a solution will truly work, it is vital to recognize where the problem begins, how it fits with the latest advancements, and what the present environment is.

For instance, the following is a problem solution map example. It is a problem tree designed on EdrawMax displaying the causes behind poor health conditions among Gapachi Vileans. You can tell a problem's roots from its consequences (branches) by comparing them to a tree (trunk).

Possible Solutions

In this step, you should focus on solutions. However, it is essential to come up with as many solutions as possible without evaluating them. You should consider it a solution, even if it seems vague. So, think for some time and list all the ideas that come to mind as solutions to the problem.

Analysis of the Solutions

Here, you will go back to all the solutions you wrote in the previous step. Then, you will consider each idea individually and investigate it. When analyzing an argument, assess its positive and negative aspects and whether it addresses the problem entirely. You can also write unique benefits of each idea to differentiate it from others.

For example, consider this Graphic Organizer: Problem Solution diagram by EdrawMax. It simplifies finding a solution as you can write all the possible choices and their pros and cons. Then, you can select the most effective solution as the final one.

Select the Best Solution

After writing the pros and cons of all the ideas side by side, you need to filter the best solutions from the list. You can also improve it by revising the ideas and refining their individual traits. In the end, you might have one or more solutions (the best ones!). If not, consider reevaluating the problem statement or repeating the 3rd and 4rth steps.

Execute the Solution

Once you have come up with the solution, the final step is to execute it. Then, consider what you should do next to follow that particular solution. In other words, you need to plan your solution to solve the problem.

3. Visualize Your Problem Solution Map Process

The best thing about a solution map is that it is open-ended. However, it also means no hard and fast rule or rocket science behind creating a solution map .

Still, creating a problem and solution map from scratch takes a lot of work. The good thing is that you can always take advantage of powerful software like EdrawMax . It is an incredibly powerful online service to tackle all your diagramming needs.

visualize problem solution with edrawmax

EdrawMax has all the features you need to visualize your problem-solution map. For instance:

You can insert tables, charts, timelines - anything that can help define and analyze the problem and/or solutions.
You can add, remove, replace, and do much more with symbols and shapes through Predefine Libraries in EdrawMax.
You can use the Connector feature and drag it to draw a line (arrows) to a connection point on the shape you want to connect to.
You can edit color, line weight, dash style, and arrow style using the Line or Line Style feature to customize your solution map.

What else? You can also find hundreds of ready-made solution map templates on the EdrawMax community. These editable templates make everything easy, as you can edit them according to your preference. Creating a solution map from scratch takes less time and effort.

4. Conclusion

Every problem has a solution, but finding that solution can be challenging. The road map to finding the ultimate solution is often chaotic and messy. With a problem and solution map , you can visualize your problem, its root causes, and possible solutions. A problem solution map is a way to analyze the available data and find the perfect solution to solve the problem. With EdrawMax , you can easily create your problem solution map. Or you can also save time by editing an already published template on the EdrawMax community!

A guide to problem framing: best practices & templates

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When creating solutions and products, it’s critical to correctly frame the problem you’re attempting to solve.

Remember the Google Glass? What about the Segway? Taken on their own account, these were groundbreaking products with cutting-edge technology. No one had seen anything like them before. Yet they failed for a simple reason: They were solutions in search of a problem.

Now imagine if their creators had spent more time trying to understand the problem their customers faced. Imagine they had actually tried to identify a real challenge and properly define how it could be addressed. The result would have likely been closer to a Tesla or even an iPhone — at the very least, we wouldn’t be talking about them in nearly the same way.

This shows just how important it is to frame a problem before trying to solve it. Let’s go over in detail how you can apply problem framing to your next project.

What is problem framing?

Problem framing is a process for analyzing, understanding, and ultimately defining a problem or challenge in order to develop an effective solution. While it can be done on an individual level, it is typically practiced across teams so that you can achieve alignment and work more cohesively toward an agreed-upon outcome.

In short, problem framing is an opportunity to take a step back, assess the landscape of your problem and break down its root causes, then focus on a solution that is most likely to lead to the outcome you want.

Why problem framing is critical for better outcomes

Framing the problem is important because it sets the direction and scope of the solution design process, ensuring that efforts are focused on addressing the core issues. It helps avoid wasted time and resources on irrelevant or superficial solutions.

Good design and effective iteration can help improve a product, but they won’t tell you if you’re addressing the right problem — only problem framing can do that. Here are some ways this process can ensure your solution achieves better results:

It provides clarity. Whether your team isn’t sure what problem they’re facing or can’t reach an agreement, taking the time to break the problem apart can ensure everyone understands it. And that is crucial to developing a solution that actually works.
It narrows the scope. With a better understanding of the problem, you can eliminate everything but the most essential aspects that need to be addressed. That means only addressing underlying issues instead of just their symptoms.
It achieves alignment. By having a clear definition in hand, you can ensure that all team members and stakeholders share a common understanding of the problem and how to address it. This will help reduce misunderstandings and conflict.
It increases efficiency. While some may think problem framing is an extra step, it can actually help keep you from wasting resources and time by preventing you from focusing on irrelevant or ineffective solutions.

How to frame a problem

Whether you think you have a good idea of your problem or have no clue where to begin, learning how to properly frame it can give you new insights into how to solve it. Here’s a process for doing just that.

Create a problem statement

A good first step is to make sure that everyone can agree on what exactly the problem is. This is a great opportunity to write out a problem statement, or a clear and concise explanation of the problem or challenge you intend to solve.

The goal behind writing a problem statement is to describe the problem as comprehensively as possible, while also spurring your team into action. If your team can’t even reach an agreement on what the problem is, then try to discuss the problem from multiple angles to ensure you’re incorporating multiple perspectives. This will help you achieve alignment.

Even when everyone already has a good idea of the problem, this step can still help ensure complete clarity by taking the simple but effective step of making your team write it down. Learn more about what goes into creating a good problem statement in our full guide .

Identify and understand the problem's root cause

Although identifying your problem’s root cause or causes should be a part of writing out your problem statement , it’s important enough to deserve a discussion on its own. After all, if you are just focusing on the symptoms of your problem, then any solution you develop will ultimately fail.

The key to uncovering a problem’s root cause is to ask why it is happening, rather than what. Typically, there will be multiple answers to this. One way to start organizing and categorizing these different causes and their various effects is by using a fishbone diagram . Start out by writing down your problem, then come up with different categories that could be contributing to it. From there, start brainstorming different causes.

Once you have everything laid out cleanly, you can vote on what you think are the most significant contributors — or, if necessary, even rethink the problem itself.

Empathize with the end-users of the problem

Once you have a good idea of your problem and can articulate it, you also need to ensure that this is a problem your stakeholders face. That means being able to properly understand and empathize with their needs.

To accomplish this, consider organizing an empathy mapping session . Start out by gathering a diverse range of stakeholders in order to reduce biases and leverage different perspectives. Ask them to share their opinion regarding the product, service, or situation, encouraging open-ended responses. As you gather this feedback, divide it into four different categories: thoughts, feelings, actions, and observations —then start looking for areas of improvement. This is where your highest priority problems will be.

The act of interviewing your stakeholders, writing down their responses, and organizing them across different categories should give you a much deeper understanding of the user’s point of view and their needs.

Frame the problem to brainstorm solutions

With your user research in hand and your problem statement honed, it’s time to start framing the problem in order to come up with effective solutions.

During this process, your goal should be to get your team to rethink the problem in creative ways to help you find new ways to solve it. While there are many ways to do this, the Mural problem framing template provides a simple three-step procedure that can help you explore your challenge in new ways to get the right answer. Each person must transform the problem into four different questions that invite deeper, more nuanced thinking. These questions are then discussed, voted on, and narrowed down to the most promising, providing you with a clear frame for future work.

Tips to effectively frame the problem

Thinking through problems in new ways and effectively framing them involves outside-the-box creativity , a healthy dose of empathy, and a willingness to take risks. This can be intimidating for some people. So here are some quick tips to help make this process more effective.

Start with asynchronous collaboration

Focused sessions are the most effective sessions — and what you probably want to focus on the most while problem framing is coming up with possible solutions. That’s why encouraging stakeholders, end-users, and other participants to start collaborating asynchronously on ways to reframe and rethink your problem can be so beneficial.

Plus, getting participants to work on their own can help avoid groupthink, or the tendency to come up with ideas people will agree with rather than ideas that are actually useful. This will ultimately lead to better decisions and more effective solutions.

In-person sessions aren’t the only way to collaborate! Learn how async collaboration can solve your meeting problem .

Map out the context of the problem

Helping your team understand the drivers and impacts of the issue you are trying to solve will help them gain a more nuanced view on why this issue exists, as well as how best to solve it. This is why bringing in end users and empathizing with their needs is so important — but there’s no reason you have to stop there. By creating a customer journey map , you can identify vital pain points in the customer experience, locate areas for improvement, and create solutions that are personalized to the customer.

Mural offers several customer journey templates to get you started. For instance, our map template lets you break down the journey across five separate components for a more granular view, while our experience diagramming template is great for examining individual customer’s experiences.

Don't be afraid to dig deeper with stakeholders and the end-users

Fully understanding an issue and how it affects your stakeholders can take time. For some, this can be frustrating. After all, your objective is to come up with a solution, which will likely require a fair amount of design and iteration itself.

Try to resist the urge to jump ahead. Instead, embrace the problem-framing process as much as possible by digging in deep with your stakeholders and end users. Really try to explore and understand why their problem exists in the first place so you can find a better potential solution.

Even if all this takes extra time, just remember that it’s better to properly identify and understand the problem you aim to solve rather than solving the wrong problem.

Hold a vote to prioritize solutions

If you’re fortunate, you’ll come to the end of your problem framing session with a wealth of possible solutions to choose from. But this can also be overwhelming. Which is the best course of action? How should you decide?

When faced with these questions, you could try creating a prioritization matrix . This simple tool allows you to quickly identify and weigh the most important factors when making a decision. These could include factors like risk, costs, benefits, and stakeholder interests. You can then place them on a matrix according to the criteria of your choosing, such as potential difficulty and potential impact.

Once you’ve narrowed down your solutions, you could hold a vote to further prioritize what you’ll work on next. Lucky for you, Mural comes with a built-in voting feature that makes this easy.

Hold better problem-framing sessions

Often used in the design thinking process , problem framing is an essential step for understanding the issues you need to solve and uncovering creative new solutions for addressing them. And it doesn’t have to be limited to the beginning of projects. As your projects change and evolve, problem framing can be a useful process for realigning your team and making sure they are staying focused on what matters most.

But you’re not doing it on your own. With its array of tools, templates, and features, the Mural platform is designed to help you at every step of the process: from the first sticky note, to the project’s last step in execution.

Start designing with digital whiteboard platform or go ahead and dive into our library of templates . And don’t forget to let us know what you come up with!

Looking to level-up client engagements? Learn how to make client collaboration more engaging and personalized with this cheat-sheet.

Frequently asked questions on problem framing

What is the main focus of problem framing.

The main focus of problem framing is to define the problem accurately, understand its underlying causes, and identify its broader implications. It aims to provide a clear and comprehensive view of the problem, enabling teams to develop targeted and effective solutions.

What is the difference between problem statements and problem framing?

Problem statements simply state the issue at hand, while problem framing goes a step further by providing context, boundaries, and a deeper understanding of the problem's root causes and impact.

What are the main benefits of problem framing?

The benefits of problem framing include clear direction for the project, targeted and impactful solutions, user-centric design, fostering innovation and creativity, and improved problem-solving and decision-making. It ensures that organizations solve the right problems and achieve more successful outcomes.